Title 10 of the United States Code identifies the three principal components of the Army as the Regular
Army, the Army National Guard of the United States, and the Army Reserve.
The traditional mission of the Army National Guard of the United States and
the Army Reserve has been to provide trained units and qualified individuals
for active service in time of war, national emergency, and at such other times
as the national security requires. In addition to its federal role, the Army
National Guard, as part of the organized militia, has the state mission of
protecting life and property and preserving peace, order, and public safety.

The fledgling Affiliation Program,
initiated during fiscal year 1974 to aid in training twenty-six reserve component
battalions, proved effective during annual training exercises conducted in
the summer of 1974 and gained the support of active Army and reserve component
commanders as a concept that demonstrates the "one Army" policy
at work. By the end of this fiscal year, eighty-nine reserve component battalion-size
combat and combat support units, and every active Army division in the United
States and Hawaii, were participating in the program. Twenty-four reserve
component units round out active Army divisions. The remaining affiliated
units will provide additional combat or support forces more rapidly. All reserve
component affiliated units were given higher priorities on the Department
of the Army Master Priority List; roundout units held the same priority as
their sponsoring divisions.

Progress continued in
consolidating Army National Guard divisions within individual states to improve
command and control, training, logistic management, and administration. The
28th Infantry Division, previously incorporating units in Pennsylvania, Virginia,
and Maryland, was realigned entirely within Pennsylvania in a move that also
resulted in the inactivation of an armored cavalry regiment and the activation
in both Virginia and Maryland of a separate brigade headquarters and headquarters
company, three separate infantry battalions, and

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one separate artillery battalion. The realignment of the
42d Infantry Division consolidated elements previously located in Pennsylvania
and New York entirely within New York, while the 50th Armored Division went
from tristate (New York, New Jersey, and Vermont) to bistate by inactivating
units in New York and reactivating them in New Jersey.

In other actions, inactivation of twenty-seven Army
National Guard Nike Hercules firing batteries and eleven headquarters batteries
was completed; two medical groups in Mississippi and Ohio were converted to
medical brigades and given the responsibility for supervising the activities
of 107 widely dispersed medical units; two assault helicopter companies were
organized, one in Florida and one in Virginia; and two helicopter ambulance
detachments were activated.

As of 30 June 1975, the Army National
Guard consisted of 3,245 company- or detachment-size units, a decrease of 58
from the 30 June 1974 figure. The organizations in the structure were:

5 Infantry divisions

3 Separate armored brigades

1 Mechanized infantry division

3 Armored cavalry regiments

2 Armored divisions

2 Special Forces groups

9 Separate infantry brigades

151 Separate battalions

6 Separate mechanized infantry brigades

992 Other company- and detachment-size units

For the Army Reserve, activations
included the 3d Battalion, 87th Infantry in Colorado; the 5th Brigade (Advanced
Individual Training, Armor) with headquarters in Nebraska; a new maneuver
training command at Jackson, Mississippi; and four companies in Puerto Rico
(adjutant general, composite service, military police, and transportation).
The 1st Battalion of the 313th Infantry in Pennsylvania and all Army Reserve
units in the Virgin Islands (three military police units) were inactivated.
After a long delay, the Army Reserve's civil affairs units were reorganized
under the H-series modified tables of organization and equipment. In other
reorganizations, six surgical and six evacuation hospitals became combat support
hospitals; the 310th Field Army Support Command was reorganized as the 310th
Theater Army Area Command; and an infantry battalion located in Philadelphia
was redesignated as a mechanized battalion and reorganized as part of the
157th Infantry Brigade (Mechanized).

As of 30 June 1975, the Army
Reserve structure consisted of 3,260 company- and detachment-size units. Major
organizations were as follows:

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19 U.S. Army Reserve commands

2 Engineer brigades

12 Training divisions

3 Support brigades

2 Maneuver area commands

3 Civil affairs areas (A)

2 Engineer commands

4 Hospital Centers

1 Military Police command

5 Hospitals (1,000-bed)

1 Mechanized brigade

1 IX Corps (augmentation)

2 Infantry brigades

8 Maneuver training commands

1 Theater Army area command

98 Hospitals (miscellaneous)

3 Transportation brigades

2 Special Forces groups

3 Military Police brigades

61 Battalions (separate)

Completion of a new reserve component
troop basis late in the fiscal year, which was developed to bring troop programs
in line with force requirements as determined by the Total Force Analysis,
will bring about more extensive changes in the number and type of reserve
component units during the coming year.

The paid drill strength of both
Army National Guard and the Army Reserve declined during fiscal year 1975.
The federally recognized strength of the Army National Guard dropped from
410,682 on 30 June 1974 to 401,981 on 30 June 1975. During the same period
Army Reserve paid drill strength fell from 234,886 to 225,057. The continuing
decline in Army Reserve strength served as the catalyst for two new recruiting
concepts to be tested during fiscal year 1976. A new area recruiting concept
will be tried in Readiness Region V, and the use of Army recruiters in behalf
of the Army Reserve will be tried in a project involving five district recruiting
commands.

The Individual Ready Reserve of the Army Reserve declined
sharply from 532,575 at the close of fiscal year 1974 to 355,099 at the end
of this year. During the year the Ready Reserve was screened: 257,428 members
were transferred to the Standby or Retired Reserve, and 41,843 were discharged.
The composition of the Individual Ready Reserve, as of 30 June 1975, was as
follows:

Officer

Enlisted

Total

Control group annual traininga

21,418

201,412

222,830

Control group MOBDESb

5,536

38

5,574

Control group reinforcementc

19,823

100,012

119,835

Control group delayedd

1,710

1,710

Control group officer active duty obligore

5,150

5,150

TOTAL

51,927

303,172

355,099

aPersons having a remaining statutory obligation
and subject to mandatory training requirements.bReservists having specific assignments upon mobilization and who
train with their unit of assignment for this eventuality.cIncludes obligated members who are not subject to mandatory training
requirements and nonobligated members not assigned to a unit who volunteer to
participate in Ready Reserve training.dEnlisted obligated members awaiting entry on active duty for training.eObligated officers awaiting entry on active duty or active duty
for training.

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The Standby Reserve's strength
at the close of fiscal year 1975 was 282,696 (38,744 officers and 243,952
enlisted men). Retired Reserve year-end strength stood at 365,489 (172,076
officers and 193,413 enlisted men).

Both of the Army's reserve components
recruited more minority group members. The number of blacks in the Army National
Guard rose from 22,377 at the beginning of fiscal year 1975 to 31,029 by the
end of the year; black members of the Army Reserve increased from 16,766 at
the close of fiscal year 1974 to 24,998 one year later, 11.1 percent of the
Army Reserve's paid strength. Army Reserve female strength as of 30 June 1975
stood at 15,693, a gain of 9,024 for the year. The Army National Guard, in expanding
its women's program, exceeded its goal of over 6,000 women in the guard. The
6,771 women serving at the close of fiscal year 1975 included the guard's first
woman warrant officer (appointed in August 1974) and its first woman helicopter
pilot (graduated in June 1975).

The requirement for Army National Guard direct-hire technicians decreased from
34,463 to 32,098 during the year. The loss of 2,764 positions due to the inactivation
of on-site air defense units was partially offset by a gain of 399 other positions
to support more aircraft, aviators, and equipment. Authorized technician strength
for fiscal year 1975 was 28,654 or 89.8 percent of the number required. Actual
direct-hire technician strength rose from 28,654 at the beginning of the year
to 28,831 as of 30 June 1975.

The efficiency of the Army Reserve
technician program continued to be hampered by understaffing and the absence
of a requirement that Army Reserve technicians, unlike their National Guard
counterparts, be members of the units where they work. Proposed Department of
Defense-sponsored legislation requires all technicians to occupy military positions
in their units, and establishes the dual military/civilian status needed to
manage the technicians and maintain the readiness of Army Reserve units when
mobilized. Little relief can be expected in alleviating the problem of understaffing
because of lack of funds. The status of the Army Reserve technician program
at the end of the fiscal year was as follows:

To improve the management and
administration of reserve components, several actions were taken at various
levels. A joint working group composed of representatives from the Office
of the Deputy Chief of Staff for Personnel (ODCSPER), Office of the Chief
of the National Guard Bureau, and Office of the Chief, Army Reserve, sponsored
by ODCSPER, was organized in February 1975. Required to develop an enlisted
force objective for the Army National Guard and the Army Reserve, the group
completed its work in June 1975 and began coordinating a report of its findings
within Headquarters, Department of the Army, and selected field commands.
Approval of long-range enlisted objectives for the reserve components will
provide the basis for their fuller integration into the enlisted personnel
management system. In other developments related to enlisted personnel management,
the Army adopted a discharge program that permitted the release of unsuitable
and poorly motivated enlistees before their entry into initial active duty
for training. Procedures were also simplified for processing and disposing
of reserve component personnel who were AWOL during initial active duty for
training.

Improved management of Army Reserve officers was
the goal of The Officer Personnel System, The Army Reserve (TOPSTAR), which
began testing operations in November 1974. TOPSTAR emphasizes centralized
management, career development, and optimum use of each Army Reserve officer.
It provides for the rotation of officers to career enhancing positions within
Army Reserve troop program units and the Individual Ready Reserve.

Development of the Standard Installation/Division
Personnel System-Reserve Components continued during the year with the approval
of an economic analysis of the system and the publication and staffing of
a detailed description of functions the system would have to perform. Prototype
testing has been authorized and the test units selected-the 96th Army Command
and the Indiana Army National Guard. Another new automated management system,
the joint Uniform Military Pay System-Reserve Components was extended throughout
the Army National Guard and a portion of the Army Reserve. Implementation
in the Army Reserve should be completed during fiscal year 1976.

In the fall of 1974, the Reserve Components Personnel and
Administration Center assumed responsibility from U.S. Army,

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Europe, and U.S. Army, Pacific, for the administration and control of approximately
3,300 members of the Individual Ready Reserve who then resided in Europe and
the Far East. The center also administered newly established Army Reserve dual
component control groups, which for the first time provided a valid list of
reserve officers and warrant officers who were serving in the active Army as
enlisted men. By the close of the fiscal year 1,567 such persons had been identified.
During the past fiscal year, the administration center completed the transfer
of military personnel records of some 300,000 former guardsmen to the National
Records Center, General Services Administration. The active files of 30,976
officers and warrant officers serving in the Army National Guard were transferred
to the National Guard Bureau.

Reserve components continued to improve during the year terms of equipment
modernization: the dollar amount of equipment issued increased slightly from
$256 million in fiscal year 1974 to $272 million in fiscal year 1975. Withdrawals
and diversions to meet Middle East demands created critical equipment shortages
of such items as standard medium tanks, self-propelled artillery, radars, tactical
bridges, tactical radios, and other communications items. The number of aircraft
on hand, however, continued to increase. The Army National Guard aircraft inventory
rose from 2,230 at the end of fiscal year 1974 to 2,428 at the close of the
current fiscal year. The number of Army Reserve aircraft rose from 476 to 536
during the same period.

EQUIPMENT STATUS, RESERVE COMPONENTS
(in billions of dollars)

Mobilization Requirement

5.835

Training Requirement

5.369

Inventory (Assets)

3.445

Standard

(3.044)

Obsolete

( .401)

Amount of Training Requirement on Hand

64 percent

Maintenance in reserve component
units compared favorably with the active Army for most equipment items. By
the end of the year newly overhauled equipment with an acquisition cost of $99
million had been added to the inventory of Army National Guard and Army Reserve
units under the reserve components dedicated maintenance program, but as in
fiscal year 1974, shortages of items and diversion of certain assets to foreign
military sales hindered deliveries.

The Army Reserve military construction program for the year amounted to $43.7
million, an increase of $3 million over fiscal year 1974. An additional $23.2
million carried over raised the amount available to $66.9 million, which was
less than the $73.2 million for the Army Reserve's construction program in fiscal
year 1974. The amount actually obligated during the past fiscal year was $46.2
million, $3.8 million less than the 1974 figure. Cost escalation, more Army
Reserve aircraft, expanding equipment inventories, and more stringent building
codes resulted in an increased construction backlog for needed facilities-from
$338.4 million at the end of fiscal year 1971 to $401 million at the close of
this year.

During the year the Army National
Guard military construction program was allotted a total of $61 million–$59
million in new obligational authority and $2 million in carry­over appropriations.
This was a substantial increase over the $38.2 million available in fiscal
year 1974. The guard obligated $55.3 million for military construction during
the year. At the close of the year there was a construction backlog of $552
million, sixty percent of which was for armories. (Inadequate armory facilities
used by over 700 Army National Guard units has resulted in a waste of training
time, lower morale, loss or damage to supplies and equipment, recruiting and
retention problems, and an overall decline in unit readiness.) The remainder
of the backlog was for administrative and logistical facilities, state operated
training sites, and a number of semiactive Army camps used for annual training.

The overall readiness of the
reserve components continued to improve during fiscal year 1975, with over
half of the major combat units meeting minimum readiness goals by achieving
and maintaining company-level proficiency. These units included four of eight
divisions, eleven of twenty-one separate brigades, and two of three armored
cavalry regiments. In contrast at the close of fiscal year 1974 only one of
the separate brigades had attained company-level proficiency. This improvement
in the readiness status of the reserve components took place despite shortfalls
in Army Reserve strength, the lack of substantial improvement in the equipment
status of reserve and guard units, and a slight decline in the readiness of
the

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National Guard's 28th Infantry Division and 42d Infantry Division resulting
from their reorganization from multiple state to single state units.

Unit training was enhanced by
the Affiliation Program, which for the first time included support units and
eighty-nine reserve component battalion-size units at the close of fiscal
year 1975. Congressional restrictions on overseas travel caused the cancellation
of overseas training exercises scheduled for a number of reserve component
units. Within the continental United States, thirty-one units plus members
of the Individual Ready Reserve participated in LOGEX/RC-75 during the first
half of June 1975. The objective was to train participants in a conventional,
limited war situation. United States forces consisted of an independent corps
of three divisions and a separate infantry brigade. Participants followed
the latest logistical doctrine, including echelons-above-division, direct
supply support, containerization, and the CONUS Wholesale Logistics System.

Because of travel restrictions
and cutbacks in Army service school curricula, more reliance was placed on
classes taught at the unit level and within each Army area. Training of individuals
in new military occupational specialties—required by the conversion of units
to new tables of organization and equipment—was slow because not enough active
Army instructors were familiar with the older equipment used by reserve component
units.

The Army National Guard, in its role as the organized militia,
responded to a record number of calls by civil authorities for assistance
in protecting life and property and preserving law and order. A total of
15,945 guardsmen from 41 states were employed in 216 separate incidents during
the year.

The largest number of call-ups
(138) was because of natural disasters—66 floods, 24 snowstorms, 21 tornadoes,
20 forest fires, and 7 windstorms and hurricanes. Other emergencies, such
as the need to supply water, search and rescue, traffic safety, disaster relief,
and airlifts, brought guardsmen into state service on 65 other occasions with
10,576 guardsmen from 37 states participating.

The Army National Guard responded
to 13 civil disturbances in 9 states during the past year; 5,369 guardsmen
were involved. These call-ups involved 9 incidents of striking em-

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ployees or disturbances in correctional
institutions, 2 incidents of Indian groups occupying buildings illegally,
1 school busing incident, and a disorder at a rock music festival. Units with
civil disturbance control missions conducted up to twenty hours of refresher
training. Key people in these units continued to receive special leadership
training. Also, 217 National Guard officers attended the Civil Disturbance
Orientation Course offered at the Army Military Police School, Fort Gordon,
Georgia.